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"Painful," "too much effort," "not popular," "a necessary evil." When employees use these kinds of words to describe a particular process you know that process is broken and needs to be improved. These were the words that APQC employees used to describe APQC's pre-2012 employee performance management process. How did APQC go from a broken performance management process to one that drives better performance? Elissa Tucker and Sue Lam share five success factors that helped APQC transform its performance management process, which includes a focus on: